american medical device summit
TRANSCRIPT
Optimizing Medical Device
Development with Quality in Mind
John Daley
Multi-Site Vice-President, Quality
Boston ScientificSeptember 2015
1
Disclaimer
• The opinions, strategies and examples
presented here are my own and do not
necessarily reflect those of my current or
former employers.
2
This Talk
• We have 35 minutes.
• I hope to talk for about 20 and have all of us
talking for 15.
• In 20 minutes, I can’t go into great detail so we
will hit the highlights and go where the room
wants to go.
3
About Me – The Good
• BSME, University of Rhode Island
• MBA, SUNY-Albany
• Started out in the design world (Non-
FDA)
• Entered Devices (Davol/Bard) in 1992
4
Crucible (cru·ci·ble - kro͞osəb(ə)l/)
noun
• a ceramic or metal container in which
metals or other substances may be
melted or subjected to very high
temperatures.
• a place or occasion of severe test or
trial.
– "the crucible of combat"
• a place or situation in which different
elements interact to produce
something new.
– "the crucible of the new Romantic
movement"
5
About Me – My Crucibles
• LifeScan – Probation
Agreement ($59MM
Fine)
• Cordis – FDA Corporate
Warning Letter on April 1,
2004
• Boston Scientific – FDA
Corporate Warning
Letter on January 25,
2006
• They were raided in April
of 1998. I started in Feb.,
1999
• I started in October, 2004
• I started in March, 2007
6
“The Room”
• Who has been part of a:
– Warning Letter
– Consent Decree
– Corporate Warning Letter
• Who works in:
– Capital Equipment
– Disposables
– Reusables
– Software7
My Big Fat, Greek Wedding
• Gus Portokalos: Give me a word, any word, and
I show you that the root of that word is Greek.
• Gus Portokalos: Kimono, kimono, kimono. Ha!
Of course! Kimono is come from the Greek word
himona, is mean winter. So, what do you wear in
the wintertime to stay warm? A robe. You see:
robe, kimono. There you go!
8
What is “Design Control”
• I like Wikipedia’s definition: “. . . a formal
methodology to the conduct of product
development activities”
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Source:
https://en.wikipedia.org/wiki/Design_controls
Some FDA Guidance*
• This Guidance relates to FDA 21 CFR 820.30 and Sub-clause 4.4 of ISO 9001
• March 11, 1997
• FOREWORD
• To ensure that good quality assurance practices are used for the design of medical
devices and that they are consistent with quality system requirements worldwide,
[SNIP]
• Because design controls must apply to a wide variety of devices, the regulation does
not prescribe the practices that must be used. Instead, it establishes a framework
that manufacturers must use when developing and implementing design controls.
The framework provides manufacturers with the flexibility needed to develop design
controls that both comply with the regulation and are most appropriate for their own
design and development processes.
10
*Emphasis added
Source: http://www.fda.gov/RegulatoryInformation/Guidances/ucm070627.htm
The Framework
• SECTION B. DESIGN AND DEVELOPMENT PLANNING 9
• SECTION C. DESIGN INPUT 13
• SECTION D. DESIGN OUTPUT 21
• SECTION E. DESIGN REVIEW 25
• SECTION F. DESIGN VERIFICATION 31
• SECTION G. DESIGN VALIDATION 35
• SECTION H. DESIGN TRANSFER 39
• SECTION I. DESIGN CHANGES 41
• SECTION J. DESIGN HISTORY FILE (DHF) 45
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John’s Big Fat Design System
• Give me a project failure, any project
failure, and I’ll trace it back to a failure to
meet a . . .
REQUIREMENT
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At The Risk of Oversimplifying
• Requirements
• Design
• Build
• Test
• Maintain
13
Three Keys To Success
• Culture
• Systems
• People
14
Bad Culture
• Two harbingers of DOOM:
“Why can’t we let the paperwork catch up
with the product?”
“Can’t we sign a temporary deviation?”
15
Good Culture
• We follow our procedures and processes
• When we can’t do that – we raise our
hands and change the process!
– Using the appropriate processes, of course
• We balance the needs of all stakeholders
16
Systems
• Are scaled to your needs
– Paper-based → Spreadsheet-Based → PLM-
Based
• You have a REAL requirements
management system
– As “real” as your size allows
17
People
• Know their jobs and have clarity on what their
responsibilities are.
– GANNT chart or equivalent is a MUST
• Are competent
• Are deadline-driven but not deadline-obsessed
– You can’t just focus on being green on the
scorecard
18
Shared Best Practices
• Heavy emphasis on requirements
gathering and management.
• Separates Idea development from Product
development
– Many projects need to spend time developing
the idea so that the challenges are
understood and the timelines can be
realistically developed.
19
Best Practices (II)
• Project Managers are not the developers
and have some independence.
• Uses “Core” and “Extended” teams.
• Timelines are never fully reset – let me
explain . . .
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Summing It Up
• You are only as good as your requirements.
• Your system determines your product.
• “I can explain that” is a last resort.
• The more heroics you need, the worse shape
you are in.
• Have Fun (what? How the heck can I even say
that?)21
Thanks For Listening
• Questions?
22